If you’ve been around the “information operations” space, the Smith-Mundt act is usually taught during a class on “authorities.” There will be a slide that usually includes some text lifted from the act and then a “bottom line” that the US government is prohibited from informing/influencing/targeting/propagandizing/etc domestic American audiences.
Next slide, please.
Once that nugget buries itself into someone’s head, it gets carted out usually as a bulwark to doing anything in the info-space.
“Yes, but don’t forget the Smith-Mundt act…”
The history of the actual legislation is much more nuanced. Instead of “prohibiting” domestic dissemination, it was actually intended to “allow” dissemination abroad (by the State Department) as a direct counter to burgeoning Soviet political warfare.
“…we have nevertheless been too preoccupied in the past with feeding the stomachs of people while the Soviets have concentrated on feeding their minds.”1947 European CODEL (MountainRunner)
If we’re going to conduct political warfare effectively, we have to understand this history. This is wonky territory, but that’s ok, because as Matt states in the episode, this stuff starts with President of the United States. It should be wonky – it’s incredibly important.
Anyway, the episode is worth your time – especially if you are an information warfare practicioner, or more importantly, if you are (or will be) in a position to make command decisions in an operational environment. You, more than anyone else, can make a huge impact if you understand what you can do – which is a lot.
Some interesting tidbits in this episode:
- Opening: Defining “public diplomacy” and why that even matters
- ~18:00: Smith-Mundt as a way to counter Russian political warfare
- ~19:00: “We feed stomachs, the Russians feed minds…”
- ~19:30: The importance of strategic vision – “We used to have an idea of where we were going…”
- ~23:00: Our system is obsessed with bueracractic responsibility as opposed to methods, means, and outcomes – and this is bad
- ~28:00: On the “terminal limits” of PSYOP leadership – if PSYOP officers terminate at the O6 level, can we really make a difference?
- ~28:30: It is an unfortunate truth that the person who is most likely to influence an operational commander’s decision making is not the PSYOP officer giving advice on the psychological impacts of activities and operations, but the PAO, or worse, the JAG
- ~37:00: “Stop it policy” – we are too reactive. Instead of seizing or defining the narrative, we are constantly reacting to nonsense in an attempt to “make it stop”
- ~41:00: We need to get way more comfortable making mistakes – let subordinates fail in the IE – it’s ok – our adversaries are doing it every day
- ~45:00: What even is “propaganda?”
Also, towards the end Matt references the fascinating topic of a PSYOP officer who wrote a book shortly after WWII arguing that influence operations should be banned via treaty. I’m now officially on the hunt for it.
It’s a great episode. Check it out.
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